Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,cultural due diligence study,welcome,agenda:,presentation of findings,q&a session,culturalduediligencestudy,presentationoffindings,culturalduediligencestudy,datacollectedfromaroundtheworldinbothcompanies:,127,individualexecutiveinterviews,138,focusgroupsspanning,1,500,managersandindividualcontributorsin,22,countries,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,3,culturalduediligencestudy,paringandcontrastingpre-merge,hp,andcompaq,2.definitions,similarities-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthat,matched,theothercompany,differences-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwere,atoddswith,theothercompany,uniquecommentary-thingsthatpeopleineachcompanyexpressed,veryoften,whichthoseintheothercompany,talkedmuchless,about,3.thefindingsreflectperceptions,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,5,input,hp,on,hp,similarities,proudaboutHPlegacy,industryconsolidating,disadvantagedinsupplychainandoverheadcosts,goodproducts,uniquecommentary,prideinsuccesslinkedtoinnovation,technical/engineeringheritage,goodreputationwithcustomers,powerhistoricallywiththebusinessandthebackend,compaqoncompaq,similarities,strongbrand,productsandservices,industryconsolidating,disadvantagedinsupplychainandoverheadcosts,goodproducts,uniquecommentary,historicallyfast,nimble,andabletoexecute,traditionallyshort-termfocused,fastgrowththroughnewbusinessmodel,redefinedcomputinglandscape,6,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,7,strategy,hp,on,hp,similarities,top-downstrategy;mid-managementnotinvolved,needfor planning and execution process,differences,strategy is long-term oriented,unique commentary,strategy increasingly unclearas you godownthe organization,strategy has tobe translatedintosomethingconcrete,compaq oncompaq,similarities,strategy comesthrough atop-down process,little/nostrategicprocess,differences,susceptible tofrequent changes indirection,customer focused with a short-termorientation toward the market;interferes with investing/buildingforthe future,unique commentary,tendency to beinfluencedmoreby majorcustomer accounts than technological advancements,8,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,9,work,hp,on,hp,differences,respect for process,strong planningandfinancialprocesses,workprocess isorganizationally based,verticallystrong,workswell,unique commentary,autonomy in managingones ownworkis the norm;accountability at individual level,uppermanagement does notseemto be held accountable in thesamewayas others,poorcross-functional accountabilities and ownership ofwork,compaq oncompaq,differences,process seen asbureaucracy,aversion toprocesses,lackof clear,disciplined processes,workprocess:swat teams,unique commentary,technologyis great,information systemsare not integrated,multitasking isa norm,work-lifebalance isnotachieved,10,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,11,people,hp,on,hp,similarities,low credibilityin leadership,differences,leadershipfocused on relationships(howthings get done),unique commentary,multicultural,diverse,dedicated workforce,team-oriented,losing the,“,“family feeling”,lowerlevels ofmanagement areinformal;topmanagementis more formalandremoved,recent changesled to lowmorale,compaq oncompaq,similarities,low credibilityin leadership,differences,leadershipachievement-oriented,ruggedindividualists(whatgetsdone),unique commentary,people arebright,committed,and work hard,longhours,goodinterpersonal relationships,learning happens onthe job,insufficient investment in traininganddevelopment,people donot feel empowered,except infield,12,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,13,formal organization,hp,on,hp,similarities,goalschange too often;they are unclear,execution notenforced,no consequencesfornot meeting objectives;performancemetrics unclear orabsent,differacross“silos”,front-end/back-end structureexacerbatedproblems with accountability,hp,is horizontallychallenged,morepower moving tothefront-end organization,hp,is becomingmorecentralized,differences,no common process for decision making;verytop-down,slow,longdecision cycletimes;but thoughtful and high involvement,generalperception thatdecisions are rarelymade,but tendto stickonce made,compaq on compaq,similarities,goals changefrequentlyandnotsynchronizedbetweenfront-end and back-endorganizations,people